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Project Management Influences Project Management Influences on Systems Engineeringon Systems Engineering
Presented to the NASA Masters ForumPresented to the NASA Masters ForumFebruary 11, 2003February 11, 2003
L. Dale Thomas, Ph.D., P.E.L. Dale Thomas, Ph.D., P.E.Director of Systems ManagementDirector of Systems Management
Marshall Space Flight CenterMarshall Space Flight Center
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IntroductionIntroduction
♦ Project management can positively influence systems engineering by:
1. Aligning the WBS, the PBS, & the Organization Chart
2. Creating realistic customer & stakeholder expectations early in the development cycle
3. Managing systems engineering as a project
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Organizational & PBS/WBS RelationshipsOrganizational & PBS/WBS Relationships
Source: Project Management, 6th Edition, Kerzner, p. 547
PROJECT
System BSystem A
Subsystem A Subsystem B
ComponentA
1.2.2.2Rear Doors
ComponentC
Company
EngineeringMFG Test
Design
ElectricalDesign
MechanicalDesign
ThermalDesign
ControlAccount
ControlAccount
ControlAccount
ControlAccount
ControlAccount
ControlAccount
Control Account
Work Packages
Functional Organization
Level 4
Level 3
Level 2
Level 1WHATWHATWHOWHO
WhenWhenHow Much How Much $$
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Consequences of Poor AlignmentConsequences of Poor Alignment
♦ For a given project, a poorly aligned WBS, PBS, & project organization will manifest itself as:
– Project management• Increased quantity of control accounts• Increased management complexity
– Systems Engineering• Increased quantity of interfaces• Increased complexity of interfaces
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Hubble vs. ChandraHubble vs. Chandra
♦ Both systems – Have performed in an outstanding manner– Included international participation– Involved significant technical challenges
♦ However, consider– Cost & schedule performance during system
development
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Chandra XChandra X--Ray Telescope ArchitectureRay Telescope Architecture
Prop
Data
Power
Pointing
Structure R/F
HRMA OBA
SSA
Grating 1 Grating 2
ACIS
HRC
SIM
Spacecraft
Telescope
ISIM
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Hubble Space Telescope ArchitectureHubble Space Telescope Architecture
THERMAL
FINE GUIDANCESENS
OPTICALCONTROLSTRUCTURES
OPTICS
OTA
SI
STRUCT/MECH
POINTING CTRL
C&DH ELECTRICAL
THERMAL
SSM
FAINT OBJSPECTROM
HIGH RESOLSPECTROM
WIDE FIELD/PLAN CAM
HIGH SPEEDPHOTOM
SI C&DH
FAINT OBJCAMERA
ELECTRICALPWR
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Customer & Stakeholder ExpectationsCustomer & Stakeholder Expectations
RiskCont
ent (
Wha
t)Schedule (W
hen)
Resources (How Much)Work exhaustively & continuously with customers & stakeholders to create clear, cogent, mutual & hopefully stable understanding of project content, schedule, & resources.
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Systems Engineering HierarchySystems Engineering Hierarchy
Configuration Item (CI) Requirements
Element/Component Requirements
System Requirements
Originating Requirements
MissionRequirements
Operational Concept Document
Design Reference Missions
Measures of Effectiveness
Top-Level RequirementsDocument(s)
Systems RequirementsDocument
Systems Specificationetc.
Customer andStakeholder Focus
Design TeamFocus
• Instability at the top propagates downward.
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ChallengesChallenges
♦ When the customers &/or stakeholders change, expectations will change
♦ Likelihood of Customer &/or stakeholder change grows as a function of project scope & duration
♦ Hence, large &/or long-duration projects are stability challenged– 2nd Generation Reusable Launch Vehicle vs. Mars
Rover
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Systems Engineering as a ProjectSystems Engineering as a Project
♦ Systems engineering needs to plan just as any other project– A Systems Engineering Management Plan should
include:• Milestones• Deliverables• Process(es)• Risks• Budget
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2GRLV SEMP Extract2GRLV SEMP Extract
Table 3.2.1.1-1. SYSTEMS DEFINITION OFFICE FUNCTIONS AND PRODUCTS TABLE
OFFICE FUNCTION INPUT(S) PROVIDER(S) PROCESS
PRODUCT(S) CUSTOMER(S)
• Operations Concept Definition
• Level 1 Requirements Generation and Revision Control
• Design Reference Mission (DRM) Generation and Revision Control
• Mission Figures of Merit (FOM) Generation and Revision Control
• Stakeholder Level 1 Requirements Input
• Legacy Documentation (STAS, NRA 8-27, L1R 8/99)
• Contractor Input
• HQ
• Space Transportation Council
• NASA Centers
• DoD Agencies
• HQ
• Architecture Contractors
Document/Plan Generation and Revision Control Process
• Operations Concept Document
• Level I Requirements Document
• DRM Document
• FOM Document
• Architecture Contractors
2nd Gen RLV Offices
• Project Manager
• Technology Project Managers
• SE&IO Manager
• TIRM
Systems Engineering Process Definition and Planning
Document/Plan Generation and Revision Control Process
• Systems Engineering Management Plan
• 2nd Gen RLV Architecture Operations Concept (OCD) Document
• Integrated Trade Study Plan and Process
• V&V Plan and Process
• L1R
• FOMs
• DRMs
• Technology Updates
• Contractor Trade Studies
• SDO
• Technology Projects
• SAO - LSEs
Architectural Evaluation
• Integrated Trade Tree
• Program Manager
• Contractors
• HQ
• TIRM
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International Space StationInternational Space Station
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ISS Incremental Design Review (IDR) ISS Incremental Design Review (IDR) Approach to SE PlanningApproach to SE Planning
INCREMENTAL DESIGN REVIEW Product Reviews:
SRR SDR PDR CDR TRR FCA PCA CoFR
SRR SDR PDR CDR TRR FCA PCA CoFR
SRR SDR PDR CDR TRR FCA PCA CoFR
PROCESS for Element 3
Program Integration Activities:INTEGRATED RISK ASSESSMENTS
Readinessto
Proceed
PROCESS for Element 2
PROCESS for Element 1
FLIGHT REVIEWSSAFETY REVIEW PANELS
DESIGN ANALYSIS CYCLES
The IDR content is tailored to the product/integration maturity required to achieve the launch schedule -- a “lead-time away” based review.
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Closing RemarksClosing Remarks
♦ Systems engineering can positively influence project management by:
1. Aligning the WBS, the PBS, & the Organization Chart
2. Creating realistic customer & stakeholder expectations early in the development cycle
3. Managing systems engineering as a project